Experience learned us that small organisations not always excel in describing their strategic direction and its specific translation towards professional field. It’s not that don’t think or about it. Often the cause is lack of time and attention, or insufficient dialogue to reflect on the business and to determine where the organisation is heading at and how this will be realized- including business plan and budget.
In non-profit organizations, the focus is on a social goal to which the manager and / or the chairman of the Board of Directors often has a strong personal connection. In their minds it may be very clear how they want to accomplish this mission. However, if not translated into concrete activities, objectives and financial resources, they risk lack of focus, lack of clarity in supply, and frustrations in the day-to-day operation. Employees do their best to do what they think will contribute to the mission.
Another problem is that important decisions taken by the manager or the board of directors are insufficiently tested. As a result, activities that do not contribute to the mission are carried out and other necessary not. Some organisations therefore neglect their primary social purpose.
For SMEs, the manager is responsible for determining the strategic direction, whether or not assisted by an Advisory Board or an Executive Board. Start-up managers often start from a personal passion, within their minds a good idea of how to achieve the goal. If there are several managers or partners, it’s necessary to have a detailed discussion, with a clear description in order to avoid possible conflicts later on. Just like with non-profit organisations, you need to describe and communicate your growth strategy.
CompanyWise guides organizations in their strategic reflection with the aim of clarifying the following questions: "Who are we?", "Where do you want to go?" and "How are we going to do this?"
- "Who are we?"
In this phase, we map out the internal and external challenges the organisation is facing ; today and in the future. In addition, the strengths and competences of the organisation are determined. All this with the aim of focusing on the mission (reason for being) of the organisation.
- "Where do we want to go?"
Building on the previous analysis and the agreed mission, we describe the vision / ambition of the organisation and the desired business model to make it possible..
- "How are we going to do this?"
In this phase we delve deeper into what is actually required to achieve the vision / ambition. These are of a strategic nature (defining operational objectives and drawing up a business plan), of an organizational nature (improving the functioning structure) and of an interpersonal nature (transforming the organisational culture).
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